JunGi Park

Bio: JunGi Park is an academic researcher from Yonsei University. The author has contributed to research in topics: Knowledge sharing & Service (business). The author has an hindex of 11, co-authored 35 publications receiving 734 citations.

Exploring the impact of empowering leadership on knowledge sharing, absorptive capacity and team performance in IT service

Abstract: Purpose – The purpose of this paper is to empirically investigate the mechanism through which empowering leadership of a team leader might influence the team performance in IT service. Design/methodology/approach – The data of 315 individuals collected from 85 different IT projects through online survey is used to empirically test the hypotheses. Findings – The results confirm that team leader′s empowering leadership raises the level of knowledge sharing among team members and increase the absorptive capacity of the team, and lead to better team performance. Research limitations/implications – This research theoretically presented and demonstrated the middle- and long-term impacts of empowering leadership resulting from the development of absorptive capacity as the effects of knowledge sharing in an IT project team are produced through absorptive capacity. Practical implications – The findings indicate that more effective in increasing the performance of IT project teams can be to strengthen empowering le...

Role of leadership competencies and team social capital in it services

Abstract: As the nature of work changes into team-based knowledge work, the social capital among team members becomes more and more critical. This study applies social capital theory to IT service team environment. The research model of this study includes emotional, cognitive, and social intelligence competencies of project managers (PM) as they lead to the project performance, while team social capital is posited as a mediator between these leadership competencies and team project performance. A PLS analysis of 285 data points collected via a validated questionnaire revealed the followings: (1) emotional intelligence competencies of PM directly influence the project performance, (2) social intelligence competencies of PM indirectly influence project performance only via team social capital, and (3) cognitive intelligence competencies of PM maintains direct influence on project performance in shorter term projects, but indirect influence only via the accumulated team social capital in longer term projects. The analysis also reveals that it takes time to grow team social capital. Implications of the findings are discussed, and further studies are suggested.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

Multivariate Data Analysis With Readings

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The Role of Emotions in Service Encounters

Abstract: This article advances our understanding of the influence of affect in consumers’ responses to brief, nonpersonal service encounters. This study contributes to the services marketing literature by examining for mundane service transactions the impact of customer-displayed emotion and affect on assessments of the service encounter and the overall experience. Observational and perceptual data from customers were matched with frontline employees in 200 transaction-specific encounters. The results of this study suggest that consumers’ evaluations of the service encounter correlate highly with their displayed emotions during the interaction and postencounter mood states. Finally, the findings indicate that frontline employees’perceptions of the encounter are not aligned with those of their customers. The managerial implications of these findings are briefly discussed.